Latest "training programs" Posts
I am a firm proponent of the merits of ongoing business coaching for your staff.
Why coaching, you ask? Shouldn’t you just be able to hire a team of superstars, highly qualified and motivated staff who will accomplish your goals? After all, isn’t that what you are paying them for?
Well, perhaps in an ideal world that would be true. Here in the real world, we all have our strengths and weaknesses — in the office and life — and none of us are perfect, nor will we ever be.
Putting together a team that meets management’s objectives or your sales goals will frequently require not just some coaching, but ongoing coaching.
If you tend to shy away from coaching your staff, offering all kinds of excuses as to why it shouldn’t be necessary, maybe you’re simply lacking the skills needed to be a great coach.
You’re giving an important presentation to audience members who might not be entirely sympathetic.
Maybe it’s delivering news of downsizing, or a reduction in hours. Maybe it’s sharing bad sales statistics. Or, maybe it’s trying to sell an idea for change that’s not popular.
Whatever the message, the people staring back at you from the seats probably don’t know who you are.
They are a captive audience, compelled to attend your talk by company policy or their managers, whether they like it or not.
You already know they are not inclined to think about the issue or idea you’re presenting the same way that you do. So, now what?
If your goal is to open or even change their minds — to persuade, to get them to take the action you need them to take or see the issue in a more favorable light — what are your options?
It was with great interest that I recently read a Harvard Business Review article from June 2013 called “How to Give a Killer Presentation,” written by Chris Anderson, the curator of TED Talks.
The article drove home the point that effective presentation skills can make or break a speaker — no matter what industry or his or her level.
Anderson first tells the story of a painfully shy 12-year-old Masai boy from Kenya with very limited English, who had such an amazing story to tell that he was invited to give a TED talk. He was coached how to do so successfully. When the boy finally gave his talk one year later to a packed house of 14,000 people (probably all native English speakers at that), the audience hung on every word and leapt to their feet with a standing ovation at the end.
Presentations to senior management can be a vital part of moving ahead in your career, a true make-or-break-it moment.
These nerve-wracking opportunities remind me of one of my favorite quotes from former President John F. Kennedy:
“When written in Chinese, the word ‘crisis’ is composed of two characters. One represents danger and the other represents opportunity.” ~John F. Kennedy
Indeed, presenting to senior management presents both danger and opportunity. I suspect you are already well aware of the danger, so let’s talk instead about how to make the most of this potentially career-building opportunity.
Presenting to senior management is different than presenting to your team, your department, or your local PTA or other community organization.
Here are six important things to remember when presenting to senior management:
I recently read yet another article about U.S. employers complaining that they have jobs available but can’t seem to find skilled workers to fill them.
Accenture posted a news release last month about a study it conducted with The Manufacturing Institute: “Skills Shortage Threatens Future Earnings and Growth Prospects of U.S. Manufacturers.”
Here’s the gist of Accenture’s report: U.S. manufacturers may be losing up to 11 percent of their annual earnings due to increased production costs as a result of the shortage of workers that have the necessary skills to get the job done right.
The study goes on for quite a while explaining the issues, but as I read it, to me the solution was entirely clear:
Instead of bemoaning the lack of skilled workers, allowing downtime increases of at least 5% because there’s no qualified staff to run/maintain equipment, and suffering with significant increases in overtime pay as skilled workers struggle to make up these shortcoming — why not simply offer training programs?